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| Section | Objectives |
|---|---|
| Topic 1: Managing Products with Agility | - Business Strategy - Product Vision - Product Backlog Management
- Product Value |
| Topic 2: Evolving the Agile Organization | - Portfolio Planning - Organizational Design and Culture - Evidence-Based Management (EBM) |
| Topic 3: Understanding and Applying the Scrum Framework | - Empiricism - Scrum Team
|
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29. Frage
The Developers have struggled to get all of their forecasted work done during the last three Sprints. As a Product Owner what steps could you take to help the Developers improve their ability to deliver a done Increment?
(choose the best two answers)
Antwort: B,C
Begründung:
Explanation
= As a Product Owner, you are accountable for maximizing the value of the product and the work of the Developers. To do this, you need to collaborate with the Developers andthe Scrum Master to ensure that the Product Backlog is clear, ordered, and refined, and that the Sprint Goal and the Sprint Backlog are aligned with the product vision and strategy. You also need to provide feedback and guidance to the Developers throughout the Sprint, and to inspect and adapt the product based on the Sprint Review and the stakeholders' input.
One of the challenges that the Developers may face is to forecast the amount of work that they can complete within a Sprint, and to deliver a potentially releasable Increment that meets the Definition of Done. This requires the Developers to have the skills and the tools to estimate the complexity and the effort of the Product Backlog items, to plan and manage their work effectively, and to adhere to the quality standards and the technical practices that enable them to build a valuable and usable product increment.
To help the Developers improve their ability to deliver a done Increment, the Product Owner can take the following steps:
* Ask the Scrum Master to help the Developers learn techniques for improving their ability to forecast work. The Scrum Master is accountable for establishing an environment where the Developers can work effectively, and for coaching the Developers on self-organizing and cross-functionality. The Scrum Master can also help the Developers to apply empirical process control, to use various estimation methods, to monitor and visualize their progress, and to inspect and adapt their plan based on the Sprint Backlog and the Sprint Burndown Chart.
* The Product Owner can spend more time with the Developers. The Product Owner can support the Developers by clarifying the Product Backlog items, providing the acceptance criteria, explaining the customer needs and the business value, and answering any questions that the Developers may have. The Product Owner can also participate in the Sprint Planning, the Daily Scrum, and the Sprint Retrospective, to share their insights, expectations, and feedback, and to collaborate with the Developers on creating and refining the Sprint Goal and the Sprint Backlog.
The other options are not the best steps to take, because they either do not address the root cause of the problem, or they may have negative consequences. Ensuring that all Developers are top performers may not be realistic or feasible, and it may also create a culture of blame or competition, rather than collaboration and learning. Adding more people to the team may not necessarily increase the productivity or the quality of the work, and it may also introduce communication and coordination challenges, as well as additional costs and risks. References := Scrum Guide, Understanding and Applying the Scrum Framework, Managing Products with Agility
30. Frage
Who determines when it is appropriate to update the Sprint Backlog during a Sprint?
Antwort: D
Begründung:
In Scrum, the Sprint Backlog is a living artifact that evolves throughout the Sprint as the team gains new insights. The responsibility of updating the Sprint Backlog lies exclusively with the Developers, as they are the ones executing the work.
Roles and Responsibilities:
* Developers:
* They are solely responsible for creating, managing, and updating the Sprint Backlog.
* They continuously update it as they learn more about the work needed to achieve the Sprint Goal.
* Any changes, additions, or deletions to the Sprint Backlog are determined by the Developers based on new information.
* Product Owner:
* The Product Owner is responsible for managing the Product Backlog, not the Sprint Backlog.
* However, they collaborate with Developers if the scope of the Sprint Backlog needs renegotiation.
* They prioritize product value but do not directly modify the Sprint Backlog.
* Scrum Team:
* The term Scrum Team includes the Developers, Product Owner, and Scrum Master.
* While they collaborate, only the Developers make changes to the Sprint Backlog.
* Project Manager:
* Scrum does not define a Project Manager role.
* Traditional project management responsibilities are distributed across the Scrum roles.
* The Developers are self-organizing, meaning they do not need external direction to update their plan.
Key Scrum Guide Principles Supporting This:
* The Sprint Backlog is a plan by and for the Developers.
* The Developers own and manage their work throughout the Sprint.
* The Sprint Backlog is adapted daily to reflect progress toward the Sprint Goal.
* No one else, including the Product Owner or Scrum Master, is allowed to modify the Sprint Backlog.
Conclusion:
Only the Developers have the authority to update the Sprint Backlog during a Sprint. This ensures that they maintain ownership of their work and adapt as necessary to successfully achieve the Sprint Goal.
31. Frage
As a Product Owner you become aware that the quality assurance criteria, defined in the Definition of Done, were not met for the latest Increment. Which of the following statements are true?
(choose the best four answers)
Antwort: A,B,C,D
Begründung:
According to the Professional Scrum Product Owner™ II certification guide1, the Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed and what standards were met as part of the Increment. If the Definition of Done is not met, the Increment is not Done and cannot be released. Therefore, the following statements are true:
A) The next Sprint may be interrupted when quality issues are encountered. This is true because the Scrum Team may have to spend time fixing the quality issues in the previous Increment before working on the new Sprint Backlog items. This may affect the Sprint Goal and the delivery of value.
C) The indication of progress on the Product Backlog is not transparent. This is true because the Product Backlog items that were supposedly Done in the previous Sprint are actually not Done according to the Definition of Done. This means that the Product Owner cannot accurately forecast the release plan and the stakeholders cannot trust the progress reports.
D) The Scrum Team should not release the Increment. This is true because releasing an Increment that does not meet the Definition of Done may compromise the quality, usability, and value of the product. It may also damage the reputation and trust of the Scrum Team and the organization.
E) The incomplete Sprint Backlog items should be returned to the Product Backlog. This is true because the Sprint Backlog items that were not Done according to the Definition of Done are still part of the Product Backlog. The Product Owner should re-order them based on their value and priority and decide when to include them in the next Sprint.
The following statement is false:
B) The project manager cannot effectively update the plan. This is false because there is no project manager role in Scrum. The Product Owner is responsible for managing the Product Backlog and the value delivery, while the Scrum Master is responsible for facilitating the Scrum process and removing impediments. The Developers are responsible for managing the Sprint Backlog and the quality of the Increment.
32. Frage
You are a new Product Owner brought in to fix an existing product. The product is integral to the organization's long-term vision.
When examining the issues you were able to learn that:
-The last three releases have had no positive impact on product value.
-The costs to build and maintain a release is high compared to the revenue it generates. ie Product Cost Ratio.
-The time from which the team starts working on a release to having it shipped to users is long. ie Time-to-Market.
As the Product Owner, which strategy would you pursue? (choose the best answer)
Antwort: A
33. Frage
The Evidence-Based Management framework helps you to: (choose the best answer)
Antwort: B
34. Frage
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